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LSS Idea Generation to Project Execution


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Sustain outcomes by balancing the objectives of the present with the needs and expectations of the future …

Sustain outcomes by balancing the objectives of the present with the needs and expectations of the future

Published in: Business

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  • 1. LSS – From Ideas to Execution Sustain outcomes by balancing the objectives of the present with the needs and expectations of the future Anand Subramaniam
  • 2. “The human mind treats a new idea the same way the body treats a strange protein; it rejects it.” - P. B. Medawar 2
  • 3. Overview
  • 4. Idea Hopper Strategise Capture Screen Prioritise Select Execute Review Stage Stage Stage Stage Stage Stage Gate Gate Gate Gate Gate Gate $ % ∑Analyse the Brainstorm & Business case Score ideas Build project & Review projects Project Closurebusiness capture ideas rationale/ Benefit vs. risk assign team Assign budget & LessonsSet business into hopper justification to implement Select project(s) time horizon Learneddrivers Research & Cost benefit Stakeholder Approve & Lean 6 Sigma, Status UpdateEstablish idea / initial proof of assessment feedback promote CAPEX, Just Verify Benefits /opportunity concept Reviews and Team & Project do it, savingsstrategy Publish & share screen for Charters Departmental duplications Change & Program Management 4
  • 5. Initiatives Identified - Plan & Execute Project Hopper Plan & ProjectCapture Screen Prioritise Select Execute Review Lean Six Sigma CAPEX Department Prioritised Ideas 5
  • 6. Integrate – LSS & Project Management Project Boundary Plan Measure Monitor & Initiate Control Closure Improve & Define Control Sustain Analyse Execute Start End 6
  • 7. Critical Success Factors Leadership, Commitment Sponsorship Organisation Benefit Alignment Assurance Continuously Capture Improve PIR, Lesson Learnt Project Select. Prioritise Critical Capability Measurement Success Development Factors Risk, Defects, ROI, QA Coach / Mentor , Train Collaborate Communicate Project Stakeholder Management Management StandardsTools, Checklist Project Plan Management Communication, Integration Risk, Quality, Com, Cost, Time 7
  • 8. Detailed
  • 9. Idea Generation Sources of Ideas:  Ideas generation sessions with cross functional teams  Brainstorming  Annual Planning Process / Operational Plans  Departmental initiatives / CCC Strips  Information Boards / Visual Management 9
  • 10. Idea Capture Consolidate like ideas Check if new ideas are duplicating existing or previous projects elsewhere in the organisation 10
  • 11. Idea Screening Define the intent and a high level scope (“SMART”) of the idea Estimate the cost vs. benefit (as a rule of thumb, accuracy + or – 30%) Structured communication plan to address outcomes Remove ideas that are not aligned with organisation‟s business strategy, or would be sub-optimal to introduce Combine / delete ideas to eliminate redundancies Outcome - rationalised list of ideas to be considered for further assessment and continuously improve the estimating process or selection criteria ratings 11
  • 12. Idea Prioritisation Prioritise Ideas using a Prioritisation Tool (including the rating scales for each criteria)  Business Benefit Criteria (Financial & Non Financial)  Implementation Criteria (resources, risk, time)  Overall rating and weighted score for final project selection / decision making 12
  • 13. Project Selection Criteria Financial Non – Financial Payback Net Present Value Projects of Strategic (NPV) importance to the firmInternal Rate of Return (IRR) Several weighted selection criteria could be used to evaluate project proposals 13
  • 14. Prioritisation Tool Determine weighting criteria that could be customised to meet your specific needs Define rating scales for each criteria and assist users of the tools to assign the ratings Identify “just do it” / “mandated” projects which are automatically assigned a high score to ensure priority is give to these projects Make a high level estimate of the ratings for each criteria and complete the assessment matrix Overall rating calculated and a ranked list of ideas produced 14
  • 15. Prioritisation Tool - Criteria Human and Physical “Just do it”Project’s “Strategic Fit” Resource Requirements Impact on Employees andEnvironmental Impact their Performance Estimated Cost and Time Size and Composition ofEthical Considerations Existing Program & Project Complexity and Risk PortfolioImpact on NPM’s Image Experience With Similar Projects Competencies Strategic Partnership Expected Benefits Temporal Distribution of Building (Quantitative & Qualitative) Quantitative Returns 15
  • 16. Project Selection Select projects based on overall ratings  Business Benefit / Implementation Ease  Constraints (Internal / External) • Cost : Time : Resourcing : Stakeholders  Alignment (Risks / Opportunities) 16
  • 17. Prioritised & Selected Projects Projects Selected (Lean, Six Sigma, CAPEX, “Just do it”, Mandated, Departmental) “Just Do Its” / Mandated Projects (HSE) do not need to be evaluated in the prioritisation process but they should still be tracked for resourcing, cost, benefits, risk etc If required reassess criteria weightings and rating scales Allocate resources, define roles & responsibilities, scope, project charter and approve projects for implementation 17
  • 18. Alignment on Selected Projects Alignment • Determine & align with Org‟s strategy • Decide on evaluation criteria • Select prioritised projects Executive • Allocate funds Management• Check resource needs • Re-scope• Cull projects not aligned • Re-classify• Define monitoring process • Re-assign resources • Re-design (merge)• Impact on existing projects Functional Management • Remove / kill project• Re-evaluate new projects & • Re-schedule (delay, move to pipeline) cross project dependencies• Project execution• Performance reporting• Project information archived & used to CAPEX, Lean Six Sigma, improve the process Departmental, Just do it Innovation Fit 18
  • 19. Project Implementation Appropriate implementation methodology (DMAIC, DFSS, CAPEX)  resources availability  current business focus and / or change in Organisations strategy  appropriate sequencing and dependences of projects  project sequencing (parallel / serial)  projects that are not being progressed and their assessments should be captured for potential later use 19
  • 20. Benefit Tracking 20
  • 21. Lesson Learned Systems and processes to record lessons learned  Collaborate on improvement outcomes  Capture and share knowledge from projects implemented  Use prior learning to start new initiatives  Replicate  Continuously improve processes, templates and checklists 21
  • 22. RASCI Generate Prioritise Capture Execute Track & Sustain Report Screen Plan & Select PIRSenior Management I I I IC IC I I I IProject Champion / A A R R ASponsorP&L / Project Manager A A A A R R A A AProcess Teams / Experts R CI CI CI CI CI CI CI RLSS Teams CS R R R CS CS CS CS CSecretary S S S S S S S S SBA / Finance I I C C C C I I I 22
  • 23. LSS – Project Execution
  • 24. Using DMAIC Framework Value Understand Demand Flow Level Perfection Define Measure Analyse Improve ControlDefine Measure Analyse Improve Control Stage Stage Stage Stage Stage Gate Gate Gate Gate Gate 24
  • 25. Define Opportunities Stage Stage Stage Stage Gate Gate Gate Gate Define Measure Analyse Improve Control Objective Main Activities Potential Tools and Techniques Output• To identify and/ or • Validate/Identify validate the Business improvement Opportunity • Project Charter opportunity, • Develop Project • Process Map• To develop the Charter business processes • Identify and Map • Gate Review• To define critical Processes customer requirements • Identify Quick Wins and Refine Process• To be an effective project team. • Translate VOC into CTx • Develop Team Guidelines & Ground Rules 25
  • 26. Define Phase (Activities & Tools) Activities Tools / Techniques• Problem Definition • Project Management Process• Project Charter • Value Stream Map• SIPOC • Financial Analysis• Activity (Process )Maps • Project Charter• Value Stream • Stakeholder Analysis• VOC, VOB, VOP, VOE • Communication Plan• Project Scope • SIPOC Map• Roles & Responsibilities • High-Level Process Map• Project Schedule • Non-Value Added Analysis• Critical Success Factors • VOC and Kano Analysis• Stage Gate • Multi-generation Plans
  • 27. Measure Performance Stage Stage Stage Stage Gate Gate Gate Gate Define Measure Analyse Improve Control Objective Main Activities Potential Tools and Techniques Output • Identify Input, • Measurement• To identify critical Plan measures / success Process, and Output Indicators factors critical to meet customer • Gather Data requirements • Develop Operational Definition & • Baseline• Develop a Measurement Plan methodology to effectively collect • Analyse Data •DEFINE • Gate Review data to measure process • Determine if Special performance Cause Exists• To understand the • Determine Sigma elements of the 6 Performance Sigma calculation and establish • Collect Other baseline processes Baseline Performance for analysis by the Data team 27
  • 28. Measure Phase (Activities & Tools) Activities Tools / Techniques• Identify Key Input, Process • Operational Definitions Output Metrics • Data Collection Plans• Develop Operational • Histograms / Pareto chart Definitions • Statistical Sampling• Develop Data Collection Plan • Measurement System Analysis• Validate Measurement System • Gage R&R• Collect Baseline Data • Constraint Identification• Determine Process / • Control Charts Performance/Capability • Process Capability, Cp & Cpk• Validate Opportunity• Measurement Capability• Stage Gate 28
  • 29. Analyse Opportunity Stage Stage Stage Stage Gate Gate Gate Gate Define Measure Analyse Improve Control Objective Main Activities Potential Tools and Techniques Output• To stratify and • Stratify Process, analyse the data & Identify • Identify Root Cause opportunity Specific Problem & not symptoms• To identify a specific • Develop Problem • Voice of Customer problem and define Statement Vs. Voice of an easily understood Business problem statement. • Identify Root Causes• To identify and • Design Root Cause • Gate Review validate the root Verification Analysis causes • Validate Root• To ensure the Causes Hypothesis Regression elimination of “real” ANOVA root causes and thus • Enhance Team Testing Modelling the problem the Creativity & Prevent team is focused on. Group-Think 29
  • 30. Analysis Phase (Activities & Tools) Activities Tools / Techniques• Prioritise Critical X‟s • Pareto Charts• Conduct Root Cause Y=f(X) • C&E Matrix• Analysis on Critical X‟s • Brainstorming• Validate Critical X‟s • Detailed „As-Is‟ Process Maps• Estimate the Impact of each X • Data Analysis (Statistics) on Y • Non Value-Added Analysis• Quantify the Opportunity • Hypothesis Testing• Prioritise Root Causes • FMEA• FMEA • Box /Interaction Plots• DOE (Design Of Experiment) • Simple & Multiple Regression• Stage Gate • ANOVA 30
  • 31. Improve Performance Stage Stage Stage Stage Gate Gate Gate Gate Define Measure Analyse Improve Control Objective Main Activities Potential Tools and Techniques Output• To identify, • Generate Solution evaluate, and Ideas • Develop Solution select the right improvement • Determine Solution • Pilot Phase Impacts: Benefits solutions. • Evaluate and Select • Gate Review• To develop a Solutions change management approach to assist • Develop Process Maps & High Level Response Surface the organisation in Analysis / Screening Plan adapting to the changes introduced through solution • Communicate Solutions to all implementation. Design of Stakeholders Experiment 31
  • 32. Improve Phase (Activities & Tools) Activities Tools / Techniques• Develop Potential Solutions • Brainstorming• Develop Evaluation Criteria & • Benchmarking Select Best Solutions • Process Improvement• Evaluate Solution for Risk Techniques (8W,5S)• Evaluate solution with • FMEA Stakeholders • Solution Selection Matrix• Optimise Solution • „To-Be‟ Process Maps• „To-Be‟ Process Map(s) • Piloting and Simulation• High-Level Implementation • Visual controls Plan• Develop Pilot Plan / Results• Stage Gate 32
  • 33. Control Performance Stage Stage Stage Stage Gate Gate Gate Gate Define Measure Analyse Improve Control Objective Main Activities Potential Tools and Techniques Output • Develop Pilot Plan &• To understand the Pilot Solution importance of • Process Owner planning and • Verify Reduction in takes executing against Root Cause Sigma responsibility the plan and Improvement determine the approach to be Resulted from Solution • Everyone wants taken to assure to move on achievement of the • Develop Replication targeted results. & Standardisation • Most challenging phase• To understand how • Integrate and to disseminate Manage Solutions in • Gate Review lessons learned, Daily Work identify replication Processes and standardisation opportunities/ • Integrate Lessons processes, and Learned & identify develop related new opportunities plans. 33
  • 34. Control Phase (Activities & Tools) Activities Tools / Techniques• Develop SOP‟s, Training Plan • Control Charts & Process Control System • Standard Operating• Monitor & Stabilise Process Procedures (SOP‟s)• Transition Project to Process • Training & Transition Plan Owner / Operation • Communication Plan• Identify Project Replication • Visual Process Control Opportunities • Process Control Plans• Calculate Financial Benefit • Project Commissioning• Lessons Learned • Project Replication• Celebrate • Project Dashboards• Stage Gate • Project Artifacts 34
  • 35. LSS – Quality Assurance
  • 36. Monitor & Control Benefits Identified Project Management OfficeResponsibility Matrix Key Benefit Key Measurement Success Criteria Criteria Business Benefit Benefits Case Monitor Delivery Delivered Execution Benefit Progress Ownership Monitoring Risk ManagementCommunication Plan 36
  • 37. Stage / Tollgate ReviewsTollgateReview Tollgate Review Tollgate Review Tollgate Tollgate Review Review 37
  • 38. Quality Assurance Review Schedule Variance Scope 38
  • 39. Project Tracking and Reporting A system (manual or automated) in place to track improvements, feed back, record value delivered and storing project documentation / artefacts Key project stakeholder have access to this system which provides project status information (dash board) and metrics around scope, time, cost, resources, risks, milestones, deliverables, stage gates etc System used to manage the effectiveness and sustainability of the improved processes 39
  • 40. Project Post Implementation Review Positive and negative lessons learned captured & shared Feedback solicited from a diverse audience Original requirements reviewed to check for adherence PIR (post implementation review) readily available for review Archive (viz lessons learned database or library) managed Use PIR to sustain, replicate and to realise the benefits. 40
  • 41. Project Staffing Transfer / Release Transfer plan and the approach approved by human resources All project staff released or re-allocated Staff employment files updated 41
  • 42. Project Financial Closure Key stakeholders notified of financial closure / date Acceptance criteria met prior to final payments release Assets transferred or disposed off Contracts office notified Procedures in place for retaining financial records and artefacts 42
  • 43. Project Archive All hard copy and artefacts stored or archived according to the organisation record management standards The project library folder structure used to store electronic artefacts and available for future projects Operations / maintenance team have access to all the artefacts in order to maintain the projects deliverables All the "Lessons Learned" documents stored in the lessons learned electronic library 43
  • 44. Team Celebration Significant milestones successfully met and celebrated All planned celebration consistent with acceptable professional and ethical standards 44
  • 45. “Good ideas are not adopted automatically. They must be driven into practice with courageous patience.” - Hyman Rickover 45
  • 46. Good Luck 46